33 bpl call centre

8/11/2019 33 BPL Call Centre

1/95

A

Project Report

On

BENCHMARKING BPL CALL CENTER WITH ITS

COMPETITORS AND TO STUDY CUSTOMER

RELATIONSHIP MANAGEMENT

At

BPL Ltd. !" Ne#r$ P%&ce "'()A*#o+

B#&,&n

Ne, De%#- /!

BY

SHILPY SINGH

UNDER THE GUIDANCE O0 MR.YOGESH DUTTA

1M&n&2er M&r+et-n234 &* & prere5$-*-te 6orp&rt-&% 6$%6-%%7ent o6 MBA de2ree pro2r&77e.

0ORTUNE INSTITUTE O0 INTERNATIONAL

BUSINESS NEW DELHI


2/95

ACKNOWLEDGEMENT

The BPL group is leader in the services sector and the opportunity of

working on a project with BPL is in deed a rewarding experience.

I on my personal behalf and on behalf of my institute !"#T$%&

I%'TIT$T& "! I%T%(TI"%(L B$'I%&'') express my gratitude to

the management of BPL*LT+.

,anager marketing ,r. -ogesh +utta was my guide through out the

project. I feel without his able direction support and guidance this study

would not have been possible.

I would also like to convey my sincere thanks to all the staff members and

the service providers in the call center who were so friendly and helpful to

guide me with my project.

In further years of my career I will cherish my short but useful association

with BPL.

SHILPYMBA


3/95

CONTENTS

/. 0ompany profile

1. &xecutives summery

2. Introduction

3. #esearch 4uestions

Parameters for study

5. "bjectives

6. #esearch ,ethodology

+ata collection instrument

'ampling plan

#esearch design

!ield work

7. !indings

8. Limitations

9. (nalysis and Interpretation

/:.0onclusion

//.#ecommendations

/1.(ppendix

"bservation sheet

4uestionnaire

/2.Bibliography


4/95

CALL

CENTER


5/95

EXECUTIVES SUMMARY

The objective of the study was to benchmark BPL call center against that of

the competitors and to develop ways to increase the efficiency and

effectiveness of the call center in relation of customer relationship

management.

The major issues that were brought out during the study including;*

/. 0ompetitive advantage of companies with call center than the non*call

center companies.

1. ed from the study that;*

( company having a call center definitely has a competitive advantage over

the non*call center companies for customer care.

(dvantages or disadvantages of in house or a franchise call center depends

on the reason for the development of the center. 'ome for example who

are concerned with excellent customer service and to maintain their own

database go in for in house call center where as companies who are more

concerned for operating cost prefer franchise call center.


6/95

=owever the various advantages of the in house call center include;*

i. 'ecurity of the database is insured. There is no risk of the database

being used by some other company or getting lost.

ii. There is usually a competitive advantage as the companies get

instant feedback for its performance i.e. direct communication with

its customers.

iii. True and fair picture of the company performance can be obtained.

iv. It can access the data of the past whenever re?uired during

emergency or otherwise.

v. !or major ?uery or complaints the call can be handed over to the

supervisor@technician@manager etc. and the complete satisfaction of

the customer is insured then and there.

vi. &mployees are more dedicated to perform well as they feel part ofthe company and are aware about the internal functioning of the

organi>ation.

vii. There is more reach.

It was observed from the survey that BPL call center is far better than the

other in house call centers. =owever it was noted that the performance of

&asy 0alls was better than that of BPL in case of services. But these

performance variations are due to the fact that the &asy 0alls is a franchise

call center and its business is increasing revenue and increase its clients

whereas BPL is only concerned with customer satisfaction and promotion

of its products to larger masses.

#anking of the call centers in as follows;*


7/95

&asy 0alls

BPL Ain house

Cerox ,odicorp. AIn house

,icrowave 0ommunication Ltd.

Tata Telecom Ain house

I!B Ain house

(s the competition increases and the confusion in the minds of the

customerDs increases it is more important that the call centers is well

e?uipped and have trained agents so that there is increased customer

satisfaction and thus increased brand loyalty. "therwise it would cost

nothing to customers to shift to the competitors. Properly addressing the

?uery@complaint of customers and sprucing up the internal system BPL

could be in a commanding position in the market and increase its clout in

the market.


8/95


9/95

HISTORY

BPLDs history is inspiring where in a span of 27 years it has grown from a

single product company to a multi*category multi*product conglomerate

spanning 7 product areas and over 12: products and services.

In /962 the !ounder and Eroup 0hairman TPE %ambiar began

manufacturing hermetically sealed precision panel meters in Palakkad

Ferala under the name of British Physical Laboratories. =aving worked in

$F and $'(.


10/95

27 years BPL has metamorphosed from an entrepreneurial venture into

IndiaDs biggest consumer electronics company.


11/95

MISSION

BPL is committed to achieve a leadership position in all its groups through

utili>ation of the best and most appropriate technologies applying the

finest manufacturing disciplines and most efficiently marketing high

?uality products and services to consistently give its customers the best

value for their money).

(t BPL objective is to deliver superior value to investors and customers

over the long*term. (nd the mission is strengthened by 3 core beliefs;

+edication to manufacturing

0omplete control over core components G technology

%urturing G leveraging a powerful brand and

Pursuing ethical business practices.


12/95

GUIDING PRINCIPLES

To ensure customer confidence through product ?uality efficient

marketing and effective services.

To continually enhance the 0ompanyDs worth to its shareholders

and investors through sound investments and profitable operations.

To demonstrate a real concern for its employees and to constantly

improve the ?uality and value of their jobs and career advancement.

To be a good corporate citi>en who contributes positively to its

community by protecting the environment and working for public

welfare.

To respect the laws rules and customs of the land and to ensure the

conduct of all company activities will always be to the highest

ethical standards.

The motto Believe in the Best) is guided by 5 principles that aim to

accomplish a singular goal; ?uality.

(t BPL personnel are dedicated to meeting consumer expectations on one

hand and making ?uality a priority on the other.


13/95

THE COMPANY

(t BPL personnel are dedicated to bringing the best of technology and

products to meet the needs of consumers and make their lives comfortable.

They make televisions refrigerators washing machines microwaves audio

e?uipment and many more products that provided entertainment and

facilitate the business of life.

"ne will find BPL products in over 5 million homes across India. Their aim

is to make BPL the first choice of consumers all over India. That is why

?uality is a priority and constant innovation a ?uest. The consumers expect

the best from BPL. Living up to their challenges makes BPL strive to

improve innovate and perform constantly sustaining growth and

profitability. The very nature of the business and the lengths to which they

go to bring its customers the best from the world have earned them the

reputation of being and International Indian).

Their collaborators are 'anyo Toshiba "ctel ,edia "ne and %okia

among others whose expertise and international experience have helped

them to provide the best in India.


14/95

BRAND COMMUNICATION

BPL has always given importance and respect to brand communication.

0onsumers come across advertisements for the brands everywhere H

television print posters direct mail Internet and through sponsorships and

good will campaigns.


15/95

BPLDs first commercial for BPL colour Ts was broadcast in /981 the

very first colour T commercial in India. Television advertising remains a

challenge even in future with more than 2:: cable satellite and terrestrial

channels.


16/95

INTERNATIONAL OPERATIONS

BPL products are now being exported to more than 2: countries making it

necessary for it to enter into strategic alliances with leading Business across

the world.

SCOPE

BPL first began exports in /99/. Today its on its way to becoming a global

brand. They export a range of products across countries and cultures. The

global market is no longer restricted with tariff barriers and cultural

differences. In this ever*changing market they form strategic alliances to

cater to the world.

BPL embarked on a long*term relationship with +ixonDs $FDs leading

durable retailer. BPLDs international offices at $F 0entral &urope and $'

are catering to the west and its ever*growing demand.

They first began by exporting batteries to Japan colour picture tubes and

speakers to other major companies in 'outh*&ast (sia. %ow it is exporting

colour Ts to $F and (ustralia batteries to Japan (ustralia and &urope

and critical 0olour T components to major manufacturers in 'outh &ast

(sia. (lso the entire range of BPL products is available today in 'ri Lanka

and ,iddle &ast.

BPL E$!o "!%e& F$"$!e Fo'$s

BPL &uro trade is a fully owned subsidiary of BPL located at London.

#ecently another office was opened in Bangladesh. B&T is responsible for

the entire international operations of the BPL group including strategic


17/95

sourcing for all group companies and marketing of all BPL group products.

It also overlooks operations of BPLDs 'lovenian unit.


18/95

CHANNEL PARTNERS

( consistent brand policy and close partnership with the dealer community

is their key strengths.

Its IT infrastructure and the Internet will connect the business partners and

integrate re*engineered processes to deliver the best value to the customer.

It will leverage the existing physical and electronic distribution and

information infrastructure as a service to third party businesses.

Its distribution network is a combination of 27 0G!s 22 Branch "ffices

5:: 'ervice 0enters with 3:: sales personnel across product groups

working to reach over 15:: dealers and distributors over /::: distributors

A!,0E and over 2::::: retailers A!,0E.


19/95

CUSTOMER CARE

BPL service mission is to support the vision of the company becoming the

most customer*oriented company in the country by building a proactive

service organi>ation that continuously strives to create customer

satisfaction by internali>ing the best practices of customer relationships

management.

BPL &ngineering Ltd BPLDs after*sales service arm has made service a key

differentiator in product sales. The ?uality of service has a strong

correlation with perceived ?uality of the BPL brand. Today they are on our

way to providing online information for all ?ueries. The consumer can also

find solution for problems through the online =elp line.

It implemented a franchisee system to reach consumers faster and ensure

that they get the kind of service they expect. The call centers provide

information on products register and track complaints. Its service

benchmark was based on inputs generated from 8:::: customers.

They invested 65:: man*days and #s.1.6 million to train our technical and

non*technical customer care employees. Today BPL has 18: exclusive

authori>ed service centers 182 franchisees 23 B%L service centers 11

direct branches /2 supervisory branches and 5 call centers.


20/95

BPL INNOVATES

"ur #esearch G +evelopment and technology initiatives revolve around

providing the latest technologies to consumers at the optimum prices.

The challenge is to anticipate future technology changes and manufacture

products at a price that consumers will be delighted to pay.


21/95

PRODUCT RANGE

The BPL group has a financial and an extensive technical collaboration

with 'anyo &lectric 0o. Ltd.

() Cons$*e! ele'"!oni's

0olor G b@w Ts

ideo 0assette recorder G player

'atellite receiver systems

(udio entertainment system

Lower end 0+s

+igital home theater system

+) Cons$*e! %,,li%n'es - W.i"e #oos


22/95

0ommunication networks

,onitors G other peripherals

'oftware projects Aexports G domestic

Telecom products

0) O11i'e A$"o*%"ion

Plain paper copies

Fey telephone systems

!acsimile machines

2) Ins"!$*en"%"ion

Patient monitoring systems

&0Es

0entral monitoring systems

Instruments

$ltrasound scanners

3) Co*,onen"s

P0Bs

Loud 'peakers

+eflection G other 0T components

Power cords

#elays panel meters.


23/95

INTRODUCTION


24/95

CUSTOMER RELATIONSHIP MANAGEMENT

0ustomers are now in charge. In the post


25/95


26/95

Information

'pecific re?uests

0ondition &xisting factors that

influences the use of

inputs processes and

feedback used to

produce outputs.

#ules

Policies

&nvironment

Process &lement

"utput

The steps completed to

use the inputs under

the conditions in orderto produce the outputs.

'teps are represented

by action verbs such as;

Produce

#eview

&dit

"utput That which is produced

as a result of using

inputs under certain

conditions and through

a process.

Products

'ervices

Fnowledge

0onse?uences The effects that an

output has on a

persons product

service or situation.

0ustomer

satisfaction

%eeds met

Problem solved

"pportunity reali>ed

!eedback That which completes

the work cycleM

response to outputs that

confirms success or

indicates adjustment is

needed. (lso response

to processing

0lient reactions

Information needs

#einforcements

!inancial goals


27/95

conditions and

feedback.

Con'l$sion#esponding to the market with a 0#, business strategy is critical not only

to make your company the market leader but to also make it profitable. The

focus of the 0#, business strategy and process cannot be simply

efficiency or communications but it must be effectiveness. To be affective

in your customer approach look outside your company to your customerDs

needs. (ssume responsibility for their success not for managing your

inventory or protecting your corporate assets.


28/95

Reen#inee!in# C%ll Cen"!es&

Ho5 "o C.oose 6e"5een Reen#inee!in# %n Con"ino$s

I*,!ove*en"

Business Process #eengineering ABP# offers call center managers

opportunities for operational improvements and cost savings. In many call

centersM the areas of 0ustomer 'ervice and "perational Performance can be

greatly improved with reengineering. This paper summari>es the challenges

for call center managers today in the areas of operating costs service levels

and new technology and discusses the potential for reengineering to allow

managers to break out of the traditional cost vs. service trade*off. (

comparison is also drawn between reengineering and continuous process

improvement to help determine when reengineering should be used in call

centres.

T.e B%l%n'e 6e"5een Lo5e! O,e!%"in# Cos"s %n

I*,!ove C$s"o*e! Se!vi'e

0all center managers today face common issues around escalating

operating costs rising call volumes longer talk times and

growing customer dissatisfaction with service levels. Because

service has become a critical competitive factory the need to

improve responsiveness and deliver high ?uality service is greater

now and needed faster than ever before. !or many companies

service is their call center.

Feeping up with the changing market place is proving a challenge

for many call centers. The need to reduce operating costs seems


29/95

contrary to improving customer service.


30/95

and customer service. The model of the call center as a voice*only live

agent) operation is being replaced by new ways to deliver excellent

customer service through the call center. Business Process #eengineering is

playing a key role in this transition.

Co*,%!in# Reen#inee!in# %n Con"in$o$s P!o'ess

I*,!ove*en" in C%ll Cen"e!s

0ontinuous Process Improvement and #eengineering are fundamentally

different approaches for improving business performance. The figure below

illustrates the basic steps for continuos process improvement. The process

begins by documenting what you do today. -ou then create measures to

assess your performance based on business needs and customer

re?uirements. (s you execute the process you monitor your performance

over time. The performance results are reviewed and opportunities for

improvement are identified. -ou then design and implement process

improvements and measure the performance of the modified processes.

This loop repeats over and over again and is called continuous process

improvement. -ou might also hear it called business process improvement

functional process improvement etc.

This method for improving business processes is effective to obtain

gradual incremental improvement. It is limiting in that the improvement

efforts are often internally focused and targeted at sub*processes within the

overall process. They are by nature smaller efforts. ,ost importantly they

do not impact the call center pardigm. They do not change how people

think about their work their customers and their business overall.

=owever over the last /: years several factors have created a need for a

new approach to improve business processes. The most obvious driver is


31/95

technology. %ew technologies Alike the Internet are rapidly bringing new

capabilities to businesses thereby raising the competitive bar and the need

to improve business processes dramatically.

(nother driver is the opening of world markets and increased free trade.

'uch changes bring more companies into the marketplace and providing

expected) service levels becomes more difficult. In this marketplace

major changes are re?uired to just stay with the competition. It has become

a matter of survival for most companies.

(s a result companies have sought out methods for faster business processimprovement. ,oreover companies want break though performance

changes not just incremental changes and they want them ?uickly.

Because the rate of change has increased for everyone few businesses can

afford a slow change process. "ne approach for rapid change and dramatic

improvement that has emerged is Business Process #eengineering ABP#.

BP# relies on a different school of thought than continuous process

improvement. In the extreme reengineering assumes the current process

and paradigm are irrelevant H it doesnDt work itDs broke forget it. 'tart

over. 'uch a clean slate perspective enables the designers of business

processes to disassociate themselves from todayDs process and focus on

?uestions like


32/95

your employees your competitors and non*competitors and with new

technology. Eiven this knowledge base you create a vision for the future

and design a totally new business paradigm and business process model.

Eiven the definition of the to be) state you can then create a plan of

action based on the gap between your current processes technologies and

structures and where you want to go. It is then a matter of implementation

and careful change management.

Business Process #eengineering enables call center managers to break out

of the no*win scenario separate themselves from todayDs immediate

problems and innovate. The results can be dramatic improvements in both

operating costs and customer service.

E7%*,les o1 P%!%i#* %n P!o'ess C.%n#es 1!o*

Reen#inee!in# C%ll Cen"e!s

The following list represents some of the mindset changes that can occur

from reengineering your call center;

"ld Thinking;


33/95

"ld Thinking; The call volume handled by our agents is controlled by our

customers.

%ew Thinking; ed

centers.

'ervice options ranging from full self*help or assisted service via the

Internet voice response units fax*back systems and electronic technical

support forums.


34/95

Is !een#inee!in# !i#." 1o! 4o$! '%ll 'en"e! 8

#eengineering may not be the right tool for your right now. The value of

reengineering your call center can be found in the new ways to think about

old problems. 'ome criteria you may use to assess if reengineering is right

for you include;

-our organi>ation is performing below expectations in critical areas for

business success Aoperating costs customer satisfaction ?uality of goods or

services etc. and no obvious solution is apparent.

0all volumes are rising out of control along with operating cost.

It is unclear how to choose between many new technologies and

applications.

0ustomers are dissatisfied with your service despite many attempts to

improve processes and tools.

-ou have embarked on an initiative to produce breakthrough results for

your organi>ation.

Con'l$sion

Business Process #eengineering ABP# offers call center managers an

opportunity to break out of the no*win scenario of cost vs. service trade*off

and enables them to consider different ways to deliver cost effective

customer service. Eiven the strategic importance of service) as a

competitive factor reengineering call centers is becoming an important

improvement strategy for many companies.


35/95

Reen#inee!in# C%ll Cen"e!s 1o! ".e Ne7" Gene!%"ion 9

P!in'i,les %n P!o'esses

#adical departures from old processes and tools mark the coming

of a new age for call centers that will demand new management

techni?ues innovative use of technology and a greater

understanding of the value of call centers to customers.

'urprisingly many call centers still struggle with the basics of

providing acceptable telephone service and in some cases do not

even do that well. The gap between world*class call centers and

the average call centers is growing as the best improve faster and

the average get bogged down in old processes that cannot be fixed

with small incremental improvements. This module focuses on

the reengineering of call centers for the next generation and how

the best call center managers is responding to changing customer

needs and new technology. This is the first in a series of articles

that will expand on the growing role of call centers and their

strategic importance to the enterprise.

Se!vi'e %n ".e s"!%"e#i' i*,o!"%n'e o1 '%ll 'en"e!s in ".e ne7"

#ene!%"ion

'ervice has become a critical competitive factorM the need to

improve responsiveness and deliver high ?uality service is more

important now than ever before. !or many companies service)

is their call center.


36/95

will transition from that of a necessary cost*center) function to a

strategic service offering. 'ome call center managers see this

trend and are planning now for the call center of the future.

In other cases call center managers are not anticipating the need

for new capability. They have critical problems now. They face

rising call volumes and escalating costs. "btaining resources

training these resources and controlling turnover are ongoing

issues. 0ustomers are not completely satisfied with their service

despite many attempts to improve processes and tools. In other

words the call center is performing below expectations in critical

areas for business success Aoperating costs customer satisfaction

?uality of goods or services etc. and incremental improvements

are not enough. These business drivers are forcing these call

center managers to rethink their processes and tools and design

for the future.

T.e ,!in'i,les !ivin# 5o!l:'l%ss '%ll 'en"e! esi#n

(s call center managers develop their strategies for the next generation

several principles should guide decision H making and provide the

foundation for planning and design work.

P!in'i,le ( 9 Give '$s"o*e!;s '.oi'e

0ustomers will expect to choose how they interact with you and your

service must be by their standards and by the media of their choice.

Telephone service cannot be the only media for customer service.

P!in'i,le + 9 P!ovie %''ess %n4"i*e %n45.e!e


37/95

(ccess to services will be every hour of every day from where ever the

customer chooses.

P!in'i,le / 9 En%6le '$s"o*e!s "o .el, ".e*selves

0ustomers will have access to information and can choose self*service or

agent*assisted service. ,any customers will prefer to find information or

initiate transactions on their own.

P!in'i,le 0 9 Pe!son%li


38/95

The only standard is excellence and the only way to achieve excellence is

to measure your success with every transaction and over time.

O$"loo> 1o! ,!o'ess %n "e'.nolo#4

Process changes and new technology will provide key enablers to the call

center in the future. =ighlights of key opportunities for reengineering call

centers for the next generation include;

O,,o!"$ni"4 (: E:*%il

+evelop e*mail a reliable transaction channel in addition to inbound andoutbound voice calls. Teach customers how to use this tool effectively and

ensure that your e*mail processes are responsive.

O,,o!"$ni"4 +: In"e!ne"

0reate Internet site for customer service that provide comprehensive

information access and the ability to initiate transactions. Tightly link the

contact information from the Internet with contact management systems in

the call center.

O,,o!"$ni"4 /: Wo!>1lo5 %n 5o!> o6?e'"s

Integrate voice and electronic transactions into a single workflow with

integrated ?ueues that allow work blending and load balancing of multiple

media types.


39/95

O,,o!"$ni"4 0: Vi!"$%l Cen"e!s

0reate virtue centers that allow employees to choose work locations and

that provide the organi>ation with follow*the*sum capability for

international customer service.

O,,o!"$ni"4 2: Co*,$"e! Tele,.one In"e#!%"ion

$se computer telephone integration A0TI to provide personali>ed routing

and work*object handling and to produce fully integrated reporting on both

electronic and voice transactions.

O,,o!"$ni"4 3: Voi'e Res,onse S4s"e*

Tightly integrate (0+ and voice response systems to allow seamless

transfer back and forth between #$ and agent*assisted service. 'implify

voice response interactions to make them fat and easy to use.

O,,o!"$ni"4 =: S,ee'. Re'o#ni"ion

$se automated speech recognition to reduce transaction times and enable

greater functionality of voice response system including enhanced data

access faster transaction speed and security.

O,,o!"$ni"4 @: M%n%#e*en" Tools

+evelop new resource management tools for integrated voice and

electronic environments in which resources may be geographically

dispersed.

O,,o!"$ni"4 :E*,lo4ee Des>"o,

Provide employees with the capability to access internal and external

AInternet data rapidly to see what the customer sees and to execute


40/95

transactions with a fully integrated desktop such that all employees are

fully empowered to deliver excellent customer service every time.

O,,o!"$ni"4 (:Con"%'" M%n%#e*en"

+evelop contact management systems that can integrate e*mail fax phone

and Internet transaction information into a comprehensive history of

customer contact.

S$**%!4

#eengineering call centers for the next generation will re?uire call centermanagers to fundamental rethink the value of the call center to the

customer and to the business. ,anager will need to drive strategic planning

and design decisions from a set of guiding principles that are customer

focused and that leverage new technology. Incremental improvements will

not be ade?uate to keep pace with growing customer demands for service

that is anything and anywhere. The need to re*design or reengineer the

basic business processes around customer service will be an imperative for

call center managers who are planning ahead for the next generation.


41/95

BENCHMARKING

Bene1i"s o1 oin# i" !i#."

The benefits for your call center from good benchmarking practices are

many. -ou can;

&stablish benchmarks for comparing your own performance.

+evelop an external reference for goal setting.

$nderstanding your competitorOs position.

0ommunicate your performance against external benchmarks to your

management team.

Learn about new call center practices and technology applications.

Improve your call centerOs operation.

These are strong reasons to benchmarks against others. The ?uestion is how

to do it right and how to avoid the pitfalls along the way.

T!%,s %n ,i"1%lls o1 $sin# 6en'.*%!>in# %"%

The pitfalls of benchmarking*when done improperly H can impact both you

and your call center. If benchmarking results are misused you may find

yourself.

'haring benchmarks with your managers that are not valid.

'etting goals based on bad data.


42/95

,isleading your organi>ation Aand yourself.

in# in1o!*%"ion

In many cases the most*common mistakes can be avoided by simply being

aware of the issue and ensuring that your benchmarking partners are

e?ually informed. If you are buying a benchmarking report then it never

hurts to ask a few ?uestions to make sure you are using the benchmarking

data to its fullest potential.

Mis"%>e ( 9 We lie Abut we didnDt mean to

"ne of the most common benchmarking mistakes is failure to ade?uately

define the measures. In some cases the benchmarking measures are

defined but participants donDt use that exact definition in their call center

or do not understand the differences in how measures are defined. In some

cases companies will provide input to the benchmarking study anywaybecause it is the best data they have available. In other cases the wording

of the benchmarking ?uestions is open to interpretation by the participant

and the analysts conducting the study may use bad data unknowingly.

The bet way to avoid this mistake is to understand the precise definition of

the measures used in the benchmarking study and compare apples to

apples) when benchmarking your data reports ask to see the original


43/95

?uestions to be sure that measures were defined ade?uately and that the

?uestions were not ambiguous.

Mis"%>e + 9 S%*,le sie /: T.ei! s"!%"e#4 is o$! s"!%"e#4

It is often tempting to see a successful call center and then try to copy t

hem. =owever what is mot beneficial is to pick and choose those practices

that are applicable to your call center and avoid porting or copying

processes and technology directly to your operation. 0onsider

benchmarking as one source of learning*but not the only source. -our goals

and strategy will always be uni?ue to your business and the best

application of benchmarking information is to leverage those processes and

technologies that are aligned with your business direction and goals.

Mis"%>es 0 : D%"% 5i".o$" ,!o'ess

Fnowing the numbers is only part of benchmarking. $nderstanding the

processes used by others reveals how the measures are being used and how


44/95

performance is being achieved. Benchmarking can produce insights for

new methods in your call center and it is this understanding of new

processes and technology that will yield breakthroughs for your call center.

Mis"%>e 2: Ben'.*%!>in# 1o! ".e s%>e o1 6en'.*%!>in#

Benchmarking should be tied to an overall improvement program and you

should avoid benchmarking for the sake of benchmarking. Benchmarking

should be focussed on your key business issue and targeted to processes or

functions that need improvement. ,ost importantly benchmarking should

be part of your overall performance management system and viewed as

another tool to help improve your call centersD operation.

Mis"%>es 3 9 Ben'.*%!>in# Go%ls

Benchmarking does not provide absolutes nor does it automatically give

you goals for your call center. Benchmarking can provide a window of

performance achieved by other companies. =owever you should set yourcall centerDs goals based on your business and customer needs and what

you need to achieve to be profitable and competitive in your marketplace.

Benchmarking data only provides a framework or reference point and

should not be immediately elevated to the position of goals) for your call

center.

Mis"%>es = 9 In se%!'. o1 %n in$s"!4 s"%n%!

There are no industry standards.) If you find one labeled as such use it as

just another reference point. There is no official or sanctioned standards for

performance measures for call centers. The competitive marketplace

defines the standard and that is constantly shifting. ation.


45/95

Mis"%>es @ 9 Ben'.*%!>in# onl4 5i".in 4o$! in$s"!4

,ost business processes can benchmark across many industries. In fact

some of the mot dramatic lessons come from learning from those who

operate outside of your industry. +ifferent industries H including non*call

center industries address the same problems in completely different ways

and learning these methods may be just what your call center needs to

create a competitive advantage.

Mis"%>es 9 Ben'.*%!>in# %s % *%!>e"in# "ool 1o! o".e! se!vi'e

(void doing benchmarking in the guise of marketing other services such a

consulting or selling other products. endors and consultant may conduct

or sponsor studies but always consider the source the process used and

recogni>e objective vs. subjective studies. That I not to say that you cannot

learn valuable information from these types of benchmarking studies. Just

be aware of how and why the study was conducted and weigh the data and

conclusions with that in mind.

Mis"%>es ( 9 I *$s" #o on:si"e *4sel1

&xisting benchmarking studies offer immediate information and are

relatively low cost compared to doing your own benchmarking project and

visiting other call centers yourself. Planning and implementing

benchmarking studies and site visits can be expensive and take a long time.

'o how do you choose what approach to use If benchmarking reports are

readily available applicable to your operation and low cost then you

should take advantage of these sources. =owever standard reports may not

address the specific needs of your call center. -ou may need to initiate your

own benchmarking project when;

-ou have a very speciali>ed area of focus


46/95

%o existing data on your focus area is available or

The benchmarking project is re?uired to support a major change

project.


47/95

S$**%!4

The real goals of benchmarking are to;

$nderstand how you are performing compared to external measures

+evelop a reference point for setting goals

Learn about new processes and technologies to improve your own

performance and

,aintain an external focus.

"ne should always be proactive in making benchmarking projects succeed.

=ere are some tips to make this happen;

&nsure that solid definitions are used in the benchmarking project.

$se the benchmarking data to learn from others but apply what

make sense to your business.

'et goals based on your customer and business needs H not solely on

benchmarks.

!ocus your efforts e?ually on how performance levels are achieved H

the strategies processes and technologies used Hand not just the

benchmarking statistics.

Benchmarking is an excellent tool to learn new approaches to your business

and build external focus into your improvement programs.


48/95

sound benchmarking practice will ensure that your benchmarking efforts

have a significant and positive impact on your call center.


49/95

RESEARCH UESTIONS

4/.


50/95

PARAMETERS AFFECTING THE

PERFORMANCE OF A CALL CENTER

I. Type of call center.

In house

!ranchise

II. 'ervices provided

Inbound

4uery

0omplaints

"utbound

0ustomer satisfaction

Promotional survey

III. %o. of service centers.

0ontact with the service centers

!ollow up

I. %o. of calls per day

0omplaints

4uery

. (utomatic 0all +istributor

#esponse time

%o. of rings

Languages used

=old time


51/95

=old music

0onsistency

0all handling procedure

4uality

oice

Pitch

olume

I.


52/95

C. 'ituation targets @ procedure followed.

CI. =ow the call center is linked to meet the organi>ational goals.

CII. 'ervice providers cost as of total benefits from the call center.


53/95

PROECT OBECTIVE

Gene!%l O6?e'"ives

To study and benchmark the BPL call center against the competitorDs cal

centers.

S,e'i1i' o6?e'"ives

I. To study and analy>e the BPL call center.

II. To study various call centers in relation to 0ustomer #elationship

,anagement A0#,

III. To compare and contrast i.e. benchmark BPL call center against the

competitors call centers.

I. To develop ways and means to increase efficiency and effectiveness of

BPL call center.


54/95

RESEARCH

METHODOLOGY


55/95

RESEARCH METHODOLOGY

,arketing research includes all activities that enable an organi>ation to

obtain the information it needs to make decisions about itDs marketing mix

and itsD potential consumers and customers. ,ore specifically marketing

research is what it does we must keep in mind that;

It plays in all three phases of management process in marketing

planning implementation and evaluation of data.

It is more than just collection of data.

It recogni>es the researcherDs responsibility to develop information that

will be useful to managers.

NEED FOR MARKETING RESEARCH

,anagement in any organi>ation need information and lots of it H about

potential markets and environment forces in order to develop successful

strategic marketing pans and to respond to changes in market place. ( ma

of data is available in both from external and internal resources and both

from and within the firm. The challenge is how to transform the raw data

into information and how to use it effectively.

Today many forces dictate that every firm has access to timely information.

'ome of thee factors and their relationship to information management

include;

Co7pet-t-8e pre**$re9To be competitive companies must develop and

market new products and services more ?uickly than ever before.


56/95

E:p&nd-n2 7&r+et9 ,arketing activity is becoming increasingly

complex and broader in scope as more firms operate in both dometic

and foreign markets.

Co*t o6 7-*t&+e*9 Introduction and marketing a new product is

enormously expensive. ( product failure can cause severe*even fatal*

damage to the firm.

Gro,-n2 c$*to7er e:pect&t-on*9 The lack of timely ade?uate

information about a problem with some aspect of an organi>ationDs

marketing can result in business loss.

SAMPLING PLAN

S%*,le sie should be as large a

possible. But as the concept of call center is new in the country +elhi ha

only a limited no. of call centers Aboth inbound and franchise. 'o almost a

good ample of call centers was included in the sample si>e. =ence an

optimal solution was taken out which gave valid results.

'ample 'i>e H 6

D%"% Colle'"ion Me".o

'ince call center concept is considered to be new in India availability of

primary data was somewhat limited. 'o all the data was collected from

?uestionnaire and observation sheets i.e. the secondary data.


57/95

Information about the basic concepts of call center was collected from

various books maga>ines net surfing and rest of the specific information

was gathered from the survey.

RESEARCH DESIGN

&xploratory research is primary research which goes into a problem to

understand new relationship between variablesM thus the purpose of an

exploratory research is primary to development and understand new

hypothesis to cover all possible outcomes.

Fiel5o!>

The fieldwork consisted of getting relevant information through

?uestionnaire and observation sheet administered to the various heads of

the call center.


58/95

FINDINGS


59/95

FINDING

To benchmark BPL call center with other call centers a survey was

conducted. The survey consisted of two parts*?uestionnaire and

observation sheet.

The interpretations drawn from the survey is as follows;

FRANCHISE CAL CENTERS

!ranchise call centers are working for number of clients and provide

services to them in order to increase revenue. These call centers work for

13 hrs. a day and 265 days a year.

+epending on the re?uirements of the clients it provide both inbound

A?uery and complaints and outbound Acustomer satisfaction and

promotional survey services to them.

+epending on the type of clients it receives /::*/5: calls per day and are

suppose to make 5:*6: contacts daily.

T.e *%in 1e%"$!es o1 ".ese '%ll 'en"e!s in'l$es&

/. The nature of services depends on the type of clients.

1. The main aim of the call center is increase the no. of clients in order to

increase their revenue.

2. These call centers charge for the services they provide to the clients

and charge extra if they provide their own database to the clients for

promotional survey etc.

3. Their business is the call center.


60/95

5. They receive the calls and direct it to the company@service

centers@dealers depending on the re?uirements of the clients and are

not responsible for the follow up.

6. They do not form the part of the company. They form separate identify

from the clients.

Wo!>in# %*6i%n'e&

/. The call center is well e?uipped with ecostic tiles and is air*

conditioned.

1. The computers are serviced weekly.

2. (de?uate amount of space is provided to the service providers to carry

on their work.

3. 'ervice providers have access to tea@coffee dispenser and are

sometimes provided with snacks.

I+I MEDIA LTD)

The I1I ,edia Ltd. is a franchise call center working in shifts where in

girls are working for the morning shift and boys are working for the

evening shifts. It has a no. of clients like the

(sian paints

P'

(%Q

(ir Tel

Birla 'un Insurance


61/95

+ominos etc.

M%in 1e%"$!es&

/. It is providing both inbound and outbound services depending on the

re?uirements of the clients.

1. Telephone fax e*mail and pagers are the entry options provided to the

customer of these clients.

2. +epending on how big the client is it receives 5:*/:: calls per day per

person and is scheduled to make 5:*/:: outbound calls.

3. The common call handling procedure includes receiving the calls and

directing the calls to the company@service center@dealers depending on

the clients needs.

5. The supervisors are in charge of the overall working of the service

providers and to deal with the callers for specific ?uery or complaints.

6. The performance of the service providers is measured by listening to

the call handling and how these people are communicating.

7. Incentives are given to the service providers depending on the no. of

calls they attend and how they are able to satisfy the customers which

keeps them motivated.


62/95

MICROWAVE COMMUNICATIONS LTD)

,icrowave 0ommunication Ltd. is a franchise call center where in their

clients includes companies like;

%IIT

(B, (mro etc.

M%in 1e%"$!es&

(part from the main feature of the franchise call centers the specific

features of this center include;

/. The center constitutes of both dedicated and non*dedicated staff. The

dedicated staff is working for only one client whereas the non*

dedicated staff works for more than one client.

1. +epending on the nature of assignment they receive about 5:*/::

calls per day per person and are re?uired to make 5:*6: calls per day.

2. =owever the turnover is very high in the center as they recruit 1:*2:

people yearly.

3. The common call handling procedure includes attending the calls and

directing them to the company@service centers@dealers depending on

the re?uirements of the clients.

5. The goals of the center includes to insure sustaining of the clients

client satisfaction and ensure excellent call handling which is

important to maintain the flow of revenue.


63/95

IN HOUSE CALL CENTERS

The in house call centers are formed and maintained by the company itself.

They form the part of the company and are usually maintained to cater to

the needs of a particular company. It constitutes of dedicated staffs that are

handling the ?uery and complaints of the customers and are making out

bound calls for customer satisfaction and promotional survey etc.

Av%n"%#es o1 in:.o$se '%ll 'en"e!s in'l$es&

i. 'ecurity of the database is insured. There is no risk of the database

being used by some other company or getting lost.

ii. There is usually a competitive advantage as the companies get instant

feedback for its performance i.e. direct communication with its

customers.

iii. True and fair picture of the company performance can be obtained.

iv. It can access the data of the past whenever re?uired during emergency

or otherwise.

v. !or major ?uery or complaints the call can be handed over to the

supervisor @ technical @ manager etc. and the complete satisfaction of

the customer is insured then there.

vi. &mployees are more dedicated to perform well as they feel part of the

company and are aware about the internal functioning of the

organi>ation.

vii. There is more reach.

BPL


64/95

The main aim of BPL call center is customer satisfaction and promotion

BPL products to the large masses.

T.e se!vi'e ,!ovie!s

The BPL call center constitutes of eight dedicated service providers along

with two supervisors. 8: are females.

!ive of them are providing in bound services i.e. answering to

?ueries and complaints of the customer.

!our are making out bound calls for customer satisfaction and

promotional survey.

They work for five and a half days a week in two shifts from 9a.m. H 5p.m.

and //a.m. H 7p.m.

The complaints are feed into a standardi>ed database and maintained for

further contacts.

C%ll .%nlin# ,!o'e$!e

/. Telephone fax and e*mail are the entry options provided to the

customers.

1. "n an average it receives 1:*5: ?uery call and 5:*/:: complaint

calls per person per day. (nd is suppose to make /::*/5:

outbound calls per week per person.

2. The calls are registered in the software and are dedicated to the

service centers depending on the area specific. The servicing is

schedule to be completed in 13hrs. There are around /:*/5

service center of BPL in +elhi.


65/95

3. In case of repeated calls the reminder is sent to the service

centers and action taken in case of negligence.

5. This data is maintained for all the future correspondence.

Wo!>in# %*6i%n'e

BPL has a healthy working environment. The employees are friendly

helpful and sincere towards their work.

/. The center is air conditioned with up to date computers.

1. 0offee@tea dispensers are provided to the employees and have

sufficient space to move about.

2. The computers are serviced monthly and thoroughly cleaned on

weekly basis.

Go%ls

The service providers are well informed about the goals in relation to the

call centers and abide by its policies and procedure and responsibilities of

the supervisors. Their main aim is to attend maximum no. of calls in a day

and provide satisfaction to the customers.

XEROX MODICORP)

The main aim this call center is to lodge in the customerDs complaints. It

provides post sale services to its customers.


The call center constitutes of five dedicated service providers along with

one supervisor. (ll females


66/95

!ive of them are providing in bound services i.e. answering the

complaints of the customers.

They work for five and a half days a week from 9a.m. H5p.m. theirperformance is measured buy ?uality and commercial auditM review of their

service deliverable parameters.

The complaints are feed into a standardi>ed database and maintained for

further contacts.


/. Telephone fax pagers and e*mail are the entry options provided

to the customers.

1. "n an average it receives 5:*/:: complaint calls per person per

day. =owever no out*bound calls are made in the cal center at

present.

2. The calls are registered in the software and are directed to the

service center by auto paging through the systems depending on

the area specific. The servicing is schedule to be completed in

13hrs. There are around 5 service centers of Cerox in +elhi.

In case of important clients the company also provide direct

pager@mobile no. facility to them and servicing is done in no

time a possible.

The service center in no time has to inform the call center that

the technician has been sent to the client.




67/95


6. In order to motivate the employees a monthly award is

announced in cash or kind for the employee with best

performance in handling clients and the no. of complaints they

answered. This helps the employees to work more efficiently and

effectively.

7. They review the performance by the employees daily call

attendance listing to the calls in between retention of customers.

Wo!>in# %*6i%n'e

It has a healthy working environment.

/. The center is air conditioned with up to date computer.

1. 0offee@tea dispensers are provided to the employees.

2. =owever the space is less than re?uired.

3. The computers are thoroughly cleaned on weekly basis.

Go%ls

The service providers are well informed about the goals in relation to the

call centers and abide by its policies and procedures. Their main aim is to

attend maximum no. of calls in a day and provide satisfaction to the

customers.

IFB

I!B has an in*house call center its aim being customer satisfaction. They

provide in*bound services and out*bound services if need be.


68/95


They work for five and a half days a week from 9a.m.*5p.m. their

performance is measured gross call ratio and field call ratio. The

complaints are feed into a standardi>ed database and maintained for further

contacts.


69/95


/. Telephone and fax are the entry options provided to the

customers.

1. "n an average it receives 5:*/:: complaint and ?uery call per

persons per day. =owever no out*bound calls are made in the

call center at present.

2. The calls are directed to the service centers depending on the area

specific. The servicing is schedule to be completed in 13hrs.

There are around 5 service centers of I!B in +elhi.




Wo!> %*6i%n'e

It has a healthy working environment.

/. The center is not air*conditioned but is e?uipped with computers.

1. 0offee@tea dispensers are provided to the employees.

2. =owever the space is less than re?uired.

3. The computers are cleaned on monthly basis.

Go%ls

The service providers are not informed about the goals in relation to the

call centers. They are told to keep the customer satisfaction to the optimum

level which leads to brand loyalty and create word of month.


70/95


71/95

LIMITATIONS


72/95

LIMITATIONS

The survey was conducted as efficiently as possible. But however some of

the following limitations could not be ruled out.

/. The call centers are new and few in numbers in +elhi.

1. The call center heads were reluctant to give information

regarding their performance hence accurate and ade?uate

information was difficult to obtain.

2. Primary data available about the call centers was also limited.

3. (s the call centers are at itDs development stages the managers

hesitate to disclose their policies and procedures due to

competition.

5. Time was limited.


73/95

ANALYSIS

-

INTERPRETATION


74/95

ANALYSIS AND INTERPRETATION

An%l4sis o1 P%!%*e"e!s

Co*,%n4 P%!%*e"e!s Ave!%#e R%"in#

No) o1 Rin#s &xcellent Eood !air Poor (0+

BPL

I!B

,icrowave

0ommunicationLtd.

Cerox

,odicorp.

I1I ,edia Ltd.

G!ee"in#s Eood (verage Poor

BPL

I!B

,icrowave

0ommunication

Ltd.

Cerox

,odicorp.

I1I ,edia Ltd.

$%li"4 o1

Res,onse

Eood (verage Poor

BPL

I!B

,icrowave

0ommunication

Ltd.

Cerox

,odicorp.

I1I ,edia Ltd.


75/95

Consis"en'4 Eood (verage Poor

BPL

I!B

,icrowave

0ommunicationLtd.

Cerox

,odicorp.

I1I ,edia Ltd.

Pi"'. Low (verage Poor

BPL

I!B

,icrowave0ommunication

Ltd.

Cerox

,odicorp.

I1I ,edia Ltd.

Hol Ti*e /: 'ec. 1: 'ec. 2: 'ec. 3: 'ec. "thers

BPL

I!B

,icrowave

0ommunication

Ltd.

Cerox

,odicorp.

%o hold

I1I ,edia Ltd. %o hold

continuous

flow

M$si' 'mooth (verage "thers

BPL

I!B %o music at hold

,icrowave

0ommunicationLtd.


76/95

Cerox

,odicorp.

%o music on hold

I1I ,edia Ltd. %o hold no

music

Res,onse Ti*e /.5 min. 2 ,in. 5 ,in.

BPL

I!B

,icrowave

0ommunication

Ltd.

Cerox,odicorp.

I1I ,edia Ltd.


77/95

ANALYSIS OF SERVICES

T4,e o1 Se!vi'es

Co*,%n4 Pe! S%les S%les Pos" S%les O".e!s

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.

Se!vi'es P!ovie

Co*,%n4 In Bo$n O$" Bo$n O".e!s

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.

T4,e o1 in6o$n Se!vi'es

Co*,%n4 $e!4 Co*,l%in"s O".e!s

BPL

I!B


Cerox ,odicorp. +epends

I1I ,edia Ltd. +epends


78/95

T4,e o1 o$" 6o$n se!vi'es

Co*,%n4 C$s"o*e!

S%"is1%'"ion

P!o*o"ion%l

S$!ve4

O".e!s

BPL

I!B


Cerox ,odicorp. +epends

I1I ,edia Ltd. +epends

En"!4 o,"ions "o ".e '$s"o*e!s

Co*,%n4 Tele,.one F%7 E:*%il O".e!s

BPL

I!B

,icrowave 0ommunication Ltd. Pagers

Cerox ,odicorp. Pagers

I1I ,edia Ltd. Pagers

Wo!>in# .o$!s

Co*,%n4 2 H!s) 3:= H!s) @:( H!s) ( .!) O".e!s

BPL

I!B


Cerox ,odicorp. 13 =rs.

I1I ,edia Ltd. 13 =rs.


79/95

Wo!>in# A*6i%n'e

Co*,%n4 Yes No

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.

Sn%'>sl$n'. ,!ovie

Co*,%n4 D%il4 Wee>l4 Mon".l4 So*e"i*es Neve!

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.

S,%'e ,!ovie

Co*,%n4 +2 sJ)1") +2 sJ)1") +2sJ)1" O".e!s

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.


80/95

E'os"i' Ti"les

Co*,%n4 Yes No

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.

Ai! Coni"ione!

Co*,%n4 Yes No

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.

Co*,$"es Se!vi'e

Co*,%n4 D%il4 Wee>l4 Mon".l4 O".e!s

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.

Conve4%n'e F%'ili"ies

Co*,%n4 Yes No

BPL

I!B


Cerox ,odicorp.

I1I ,edia Ltd.


81/95

CONCLUSION


82/95

CONCLUSION

!rom the above findings analysis and interpretations it can be concluded

that;*

/. ( company having a call center definitely ha a competitive

advantage over the non*call center companies for customer care.

1. (dvantages or disadvantages of in house or a franchise call

center depends on the reason for the development of the center.

'ome for example who are concerned with excellent customer

service and to maintain their own database go in for in house call

center whereas companies who are more concerned for operating

cost prefer franchise call center.

2. It was observed from the survey that BPL call center is far better

than the other in house call centers. =owever it was noted that

the performance of &asy 0alls was better than that of BPL in cae

of services. But these performance variations are due to the fact

that the &asy 0alls is a franchise call center and its business is

increasing revenue and increase its clients whereas BPL is only

concerned with customer satisfaction and promotion of its

products to larger masses.

3. #anking of all centers in as follow;

I. &asy 0alls

II. BPL Ain house

III. Cerox ,odicorp. Ain house

I. ,icrowave 0ommunications Ltd.

. I!B Ain house


83/95

RECOMMENDATIONS


84/95

RECOMMENDATIONS

It is very important to decide which measures matters to your call center to

your business goals and to your customers. There are no magical industry

standards to strive for.


85/95

1. ,icro Breaks; (bout every hour or so the service providers

should walk around and perform other tasks such a filling or

running errands.


86/95

5. ,ake them feel they are the vital members of the companyDs

teamM it is they who deal directly with the companyDs most

valuable assets the customers.

6. 0ommunicate the goal and measurements to the entire team. Tell

them who uses them who uses the measurements and how and

what action are taken when the targets arenDt met. ,ost

importantly show the companyDs progress over time to so that the

employees know that they are on the right track.

7. ,otivate and reward employees with additional training offering

career path and recognition.

Eiving them training in various field such as selling sales

probing and computer training every 3 to 6 weeks so that

they act as multi skilled customer care representative and

support customer relationship management.

arious compensation and incentive packages should be

provided to the service providers depending on their ?uarterly

or yearly performance to keep them motivated.

Provide them with various career paths like leading position

in other parts of the business such as IT product

development human resource marketing and sales etc. so that

the employees do not feel stagnation in their job.

arious product discounts club discounts can also be

provided to the employees to keep their morale high.

Eet together or a small party is a more effective tool fortraining and development of the service providers.


87/95

=igh level of performance of an employee should be

recogni>ed in front of every one and various performance

tokens should be provided to them.

T.e '$s"o*e!s

'ervices have become a critical competitive factorM the need to improve

responsiveness and deliver high ?uality service is more important now than

ever before. Therefore care must be taken while dealing with the customers

because it does not cost anything to the customers to shift to the

competitors.

/. &nable the customers to help themselves. 0ustomers will have

access to information and can choose self*service or agent H

assisted service. ,any customers will prefer to find information

or initiate transactions on their own.

1. 0ustomers should be educated about the concept of call center

through advertisements so that they have greater access to it.

2. +epending on the complexity of the problem and the type of

customers labors charges should be determined to give more

convenience to the customers.

3. $se structured e*mail forms rather than free from messaging.

This insures that the information needed for processing is

complete and the structure makes it easier for automated

processing.

5. +evelop contact management systems that can integrate e*mail

fax phone and Internet transaction information into a

comprehensive history of customer contact.


88/95

ANNEXURE


89/95

UESTIONNAIRE

Co*,%n4 P!o1ile&

Name of Respondent

Designation

Name of Company

Type of Call Center

Working days of the call center

Telephone No.

E-mail address

Gene!%l In1o!*%"ion

1. Please tick the appropriate answer.

. !"thenticity and confidentiality of the information pro#ided will $e maintained.

UESTION

4./


90/95

4.7 (re the service providers working in shifts A'hift timings

-es %o.

4.8 =ow many ?uery calls do you receive per day per person

S1: 1:*5: 5:*/:: R /::

"ther please specify

4.9 =ow many complaints call do you receive per day per person

S5: 5:*/:: /::*/5: R /5:


4./: =ow many outbound calls do you make per day per person

S5: 5:*/:: /::*/5: R /5:"ther please specify

4.//


91/95

4./7 =ow many people do you recruit monthly@yearly

1*5 6*/: R/:


4./8


92/95

a If yes are the service providers aware about the situational targets

-es %o

b If yes then how are service providers and the call centers linked to meet the

organi>ational goals.

c


93/95

OBSERVATION CHART

S)No)

P%!%*e"e!s R%"in#s

/. %o. of #ings (A/ ring

&xcellent

+ A1 rings

Eood

/A2 rings

!air

0A3 rings

Poor

2A5 rings

(0+

1. Ereetings (

Eood

+

(verage

/

Poor

2. 4uality of

#esponse

(

Eood

+

(verage

/

Poor

3. 0onsistency (

Eood

+

(verage

/

Poor

5. Pitch (

Low

+

(verage

/

Poor

6. =old Time (

/: 'ec.

+

1: 'ec.

/

2: 'ec.

0

3: 'ec.

2

"thers

7. ,usic (

'mooth

+

(verage

/

"thers

8. #esponse Time (

/.5 min

+

2 min.

/

5 min.


94/95

BIBLIOGRAPHY


95/95

BIBLIOGRAPHY

/. Philip Fotler ,arketing ,anagement.

1. 0all 0enter ,aga>ine.

2. ,arketing #esearch

3. %et 'urfing.

33 bpl call centre

Documents